As conditions at workplaces remain in flux around world, how can managers better support their teams to ensure a healthy and productive workplace? (Photo: Yanalya – freepik)

The health and economic repercussions of the Covid-19 pandemic have impacted mental well-being all over the world.

In the US, the Disaster Distress Helpline, a sub-network of America’s National Suicide Prevention Lifeline, reported a 338 per cent increase in call volume in March compared to the previous month.

RAND Corporation Researchers Lu Dong and Jennifer Bouey found that China has reported “a heightened public mental health crisis” sparked by Covid-19 in spite of emergency psychological crisis interventions proposed by the National Health Commission of China.

In an online survey of 1,000 Singaporeans conducted by market research company Ipsos between 24 April and 4 May, 1 in 4 indicated fair or poor mental health.

Several surveys show that even healthy individuals who are in a financially stable position and holding down jobs at this point are vulnerable to stress and anxiety simply because the pandemic has created conditions that are likely to render the world unpredictable and chaotic in the short to medium term.

As conditions at workplaces remain in flux around world, how can managers better support their teams to ensure a healthy and productive workplace?

If the mental well-being of employees was not a human capital priority in your company before Covid-19, it should become one today.

In a recent Harvard Business Review article, Kelly Greenwood, Founder and CEO of non-profit organisation, Mind Share Partners and Natasha Krol, head of client services and principal at Mind Share highlighted some practical steps management can take to improve mental well-being.

1. Don’t be afraid to show you’re vulnerable

Greenwood and Krol say that “one silver lining of the pandemic is that it is normalising mental health challenges. Almost everyone has experienced some level of discomfort. But the universality of the experience will translate into a decrease in stigma only if people, especially people in power, share their experiences.”

They cite how, even prior to the pandemic, senior leaders at biotech firm Roche Genentech (one of Mind Share Partners’ clients) talked about their mental health in videos shared on the company’s intranet as part of a campaign called #Let’sTalk. A network of employees – “mental health champions” – were trained to help build awareness of mental health. They also made videos about their experiences and these were used as part of the company’s various mental health awareness campaigns.

Aside from destigmatising mental health issues, such sharing improves relationships between management and employees.

“When managers describe their challenges, whether mental-health-related or not, it makes them appear human, relatable, and brave. Research has shown that authentic leadership can cultivate trust and improve employee engagement and performance,” say Greenwood and Krol.

2. Other ways of reducing the stigma 

It is common for employees to worry that if they admit to having a mental health issue, they would come across as unstable and unable to do their jobs well.

In an HR.com article, Sarah Borish, Ph.D., a licensed clinical psychologist says, “One simple way to reduce stigma is to choose your language carefully. Challenge yourself and your employees to stop using words like “crazy” in derogatory ways. Diagnoses like “bipolar” and “OCD” have become casual ways to describe ourselves and other behaviours, but this can create a chilling effect for someone who may be struggling with those issues. Providing education around the prevalence rates of mental illness can also help reduce stigma.”

3. Model healthy behaviours

However, mental health campaigns have to go beyond this. Managers should more openly share what they are doing in their daily lives to stay sane.

“Share that you’re taking a walk in the middle of the day, having a therapy appointment, or prioritising a staycation (and actually turning off email) so that you don’t burn out,” recommend Greenwood and Krol.

4. Check in frequently

We can’t emphasise this enough, especially with so many of us working remotely these days. However, check-ins should apply to all your direct-reports, not just the ones working from home.

In Mind Share Partners’ recent study with Qualtrics and SAP, nearly 40% of global employees said that no one in their company had asked them if they were doing okay. Those respondents were 38% more likely than others to say that their mental health had declined since the pandemic.

“Go beyond a simple “How are you?” and ask specific questions about what supports would be helpful. Wait for the full answer. Really listen, and encourage questions and concerns. Of course, be careful not to be overbearing; that could signal a lack of trust or a desire to micromanage,” say Greenwood and Krol.

Managers who are concerned about what to say or do when an employee says they are struggling shouldn’t fret. Greenwood and Krol say “what’s most important is to make space to hear how your team members are truly doing and to be compassionate. They may not want to share much detail, which is completely fine. Knowing that they can is what matters.”

5. Provide access to resources

Get your company involved in mental health initiatives within your community. Ensure your employees have easy access to services such as helplines, group therapy sessions, apps and books. Talk about these frequently in a further effort to destigmatise the act of seeking help for mental health issues.

As uncertainty continues to plague the world of work, companies that invest in the mental well-being of their employees are more likely to build a resilient and healthy workforce able to take on the challenges of the new normal.